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  • 1.
    Simonchik, Anastacia
    et al.
    Halmstad University, School of Business, Engineering and Science, Centre for Innovation, Entrepreneurship and Learning Research (CIEL), Business Model Innovation (BMI).
    Hoveskog, Maya
    Halmstad University, School of Business, Engineering and Science, Centre for Innovation, Entrepreneurship and Learning Research (CIEL), Business Model Innovation (BMI).
    Danilovic, Mike
    Halmstad University, School of Business, Engineering and Science, Centre for Innovation, Entrepreneurship and Learning Research (CIEL), Business Model Innovation (BMI). Shanghai Dianji University, Shanghai, China.
    Halila, Fawzi
    Halmstad University, School of Business, Engineering and Science, Centre for Innovation, Entrepreneurship and Learning Research (CIEL), Business Model Innovation (BMI).
    Göthberg, Niklas
    Halmstad University, School of Business, Engineering and Science.
    Customer value perceptions and business models: The case of O&M services in Swedish wind energy industry2015In: Book of Abstracts: 3rd International Business Servitization Conference: Orkestra-Basque Institute of Competitiveness Deusto Business School: Bilbao, November 13-14, 2014, Terrassa: OmniaScience , 2015, p. 83-87Conference paper (Refereed)
  • 2.
    Simonchik, Anastacia
    et al.
    Halmstad University, School of Business, Engineering and Science, Centre for Innovation, Entrepreneurship and Learning Research (CIEL), Business Model Innovation (BMI).
    Iriarte, Ion
    Mondragon Unibertsitatea, Faculty of Engineering, Design Innovation Center (DBZ), Basque Country, Spain.
    Hoveskog, Maya
    Halmstad University, School of Business, Engineering and Science, Centre for Innovation, Entrepreneurship and Learning Research (CIEL), Business Model Innovation (BMI).
    Halila, Fawzi
    Halmstad University, School of Business, Engineering and Science, Centre for Innovation, Entrepreneurship and Learning Research (CIEL), Business Model Innovation (BMI).
    Justel, Daniel
    Mondragon Unibertsitatea, Faculty of Engineering, Design Innovation Center (DBZ), Basque Country, Spain.
    Bridging service design tools and business model innovation (BMI) for servitization in B2B context2015Conference paper (Refereed)
    Abstract [en]

    Servitization requires development of new value proposition as a system of product-service system aimed at solving customer specific needs and problems (Baines et al., 2009). Business model innovation (BMI) is a way to servitize, and it represents a complex, collective, cyclical social process emphasizing active experimentation with changing business model components (Hoveskog et al., forthcoming). To enable such experimentation, in early phases of BMI for servitization one needs to (i) identify customer value of target customers (Teece, 2010) and (ii) design corresponding value propositions (Frankenberger et al., 2013). However, both research on BMI in general (Keränen & Jalkala, 2013) and with focus on servitization (Baines et al., 2009) have not paid sufficient attention to applicability and availability of different practical tools, which are relevant for early phases of BMI process. In this regard, the emerging approach of service design has been proposed as a potential methodology offering a tool kit with practical tools to support manufacturers’ BMI for servitization (Sangiorgi et al., 2012; Iriarte et al., 2014). Service design offers a practical toolkit that has its roots in a new thinking about value (Vargo & Lusch, 2004; 2008), which allows capturing reliable data about customer needs (Moritz, 2005), creating, visualizing and sharing complex product-service systems (Morelli, 2006; Segelström, 2013), and prototyping future situations of services (Blomkvist, 2014). However, the potential contributions of service design tools for manufacturing servitization in general and business model innovation in particular aren’t sufficiently investigated. Thus, the purpose of this conceptual paper is to explore the applicability of service design tools in early phases of BMI for servitization. This will allow us to propose a targeted service design-based tool kit for early phases of BMI providing guidance to managers in “how” to practically approach designing product-service value proposition during servitization transformation.

  • 3.
    Simonchik, Anastacia
    et al.
    Halmstad University, School of Business, Engineering and Science, Centre for Innovation, Entrepreneurship and Learning Research (CIEL), Business Model Innovation (BMI).
    Iriarte, Ion
    University of Mondragón, Mondragón, Spain.
    Hoveskog, Maya
    Halmstad University, School of Business, Engineering and Science, Centre for Innovation, Entrepreneurship and Learning Research (CIEL), Business Model Innovation (BMI).
    Halila, Fawzi
    Halmstad University, School of Business, Engineering and Science, Centre for Innovation, Entrepreneurship and Learning Research (CIEL).
    Justel, Daniel
    University of Mondragón, Mondragón, Spain.
    Mapping the intangible: Service design tools for understanding customer value in business model innovation for servitization2016In: Book of Abstracts: 4th International Business Servitization Conference: Rey Juan Carlos University: Madrid, November 19–20, 2015, OmniaScience , 2016, p. 29-32Conference paper (Refereed)
    Abstract [en]

    In business model innovation (BMI) for servitization, it is essential for manufacturer to identify a set of specific (non)monetary and (in)tangible value attributes (Prior, 2013), that specify the valuable features of product, service, parts of delivery process and even business relationship. Such understanding of customer value serves as the basis for further design of the new product-service system and how it can be created and delivered (Frankenberger et al., 2013). However, developing understanding about customer value becomes one of the main challenges for manufacturers trying to servitize (Martinez et al., 2010; Mathieu, 2001) due to several reasons. Firstly, manufacturers and their customers perceive what is valuable differently (Lindgreen et al., 2012). Secondly, intangible nature of servitized value propositions makes it difficult for manufacturers to change their traditionally product-focused transactional models into the ones providing long-term relationship-based product-service offerings (Vladimirova et al., 2011). Finally, there is lack of tools and procedure guidance on how manufacturers can approach customer value identification in B2B context in practice, especially its intangible part (Keränen & Jalkala, 2013) that goes beyond straightforward financial value.

    Service design has already been suggested as a potential enabler to support manufactures in “how” to practically approach servitization transformation (e.g., Sangiorgi et al., 2012; Thurston & Cawood, 2011) due to its human-centred, creative, iterative approach to the creation of new services (Blomkvist, Holmlid, & Segelström 2010). In this paper we study how service design tools can facilitate understanding customer value in BMI for servitization. We use several empirical cases with manufacturers that are in the initial phase of BMI for servitization (Simonchik et al., 2015; Val et al., 2013). In these cases, we study how the use of selected service design visualization tools (Maps, Narratives, Images & Flows) through co-creation workshops helps manufacturers to (i) identify tangible and intangible value attributes (e.g. product quality, service flexibility etc. and (ii) use them further in designing new product-service systems.

    Preliminary case analysis shows that service design tools help participants think beyond their products, providing a broader perspective of the complete value proposition throughout the whole customer experience including products, services, processes of delivery and relationships. The understanding of how the customer will potentially interact with the future value proposition lays the groundwork for the design of new product-service systems. The cases also show that service design visualization tools provide the ability to experiment with how to create and deliver specific tangible and intangible value attributes in a quick and easy way through mapping and prototyping. With this paper we hope to contribute to manufacturer’s efforts in increasing their service orientation in BMI for servitization. Results of this study have implications for managers at manufacturer’s side putting effort to overcome among others such challenges of servitization as changing the product-centred perspective of own employees (Löfberg, 2014).

    References

    Blomkvist, J., Holmlid, S., & Segelström, F. (2010). This Is Service Design Research: Yesterday, Today and Tomorrow. In This Is Service Design Thinking, Stickdorn M., & Schneider, J. eds. Amsterdam: BIS Publishers, 308-315.

    Frankenberger, K., Weiblen, T., Csik, M., & Gassmann, O. (2013). The 4I-framework of business model innovation: an analysis of the process phases and challenges. International Journal of Product Development, 18(3), 249-273. http://dx.doi.org/10.1504/IJPD.2013.055012

    Keränen, J., & Jalkala, A. (2013). Towards a framework of customer value assessment in B2B markets: An exploratory study. Industrial Marketing Management, 42(8), 1307-1317. http://dx.doi.org/10.1016/j.indmarman.2013.06.010

    Lindgreen, A., Hingley, M.K., Grant, D.B., & Morgan, R.E. (2012). Value in business and industrial marketing: Past, present, and future. Industrial Marketing Management, 41(1), 207-214. http://dx.doi.org/10.1016/j.indmarman.2011.11.025

    Löfberg, N. (2014). Service Orientation in Manufacturing Firms - Understanding Challenges with Service Business Logic. Doctoral Dissertation. Karlstad University Studies. Sweden.

    Martinez, V., Bastl, M., Kingston, J., & Evans, S. (2010). Challenges in transforming manufacturing organisations into product-service providers. Journal of Manufacturing Technology Management, 2(4), 449-469.

    Mathieu, V. (2001). Service strategies within the manufacturing sector: benefits, costs, and partnership. International Journal of Service Industry Management, 12(5), 451–475. http://dx.doi.org/10.1108/EUM0000000006093

    Prior, D.D. (2013). Supplier representative activities and customer perceived value in complex industrial solutions. Industrial Marketing Management, 42(8), 1192-1201. http://dx.doi.org/10.1016/j.indmarman.2013.03.015

    Sangiorgi, D., Fogg, H., Johnson, S., Maguire, G., Caron A., & Vijakumar, L. (2012). Think Services. Supporting manufacturing companies in their move toward services. In Service Design and Innovation Conference, ServDes2012, (pp. 253-263). Helsinki, Finland.

    Simonchik, A., Iriarte, I., Hoveskog, M., Halila F., & Justel, D. (2015). Service Design Tools for Business model innovation in B2B. In British Academy of Management Conference 2015 BAM 2015. Portsmouth, UK.

    Thurston, P., & Cawood, G. (2011). The Product Advantage from Service Design. Design Management Review, 22(4), 70-75. http://dx.doi.org/10.1111/j.1948-7169.2011.00159.x

    Val, E., Iriarte, I., Perez de Arenaza A., Alzaga, X., & Arrieta, X. (2013). Human Centered Design in Danobat Group Railways. In 17th International Congress on Project Management and Engineering, (pp. 1502-1510), Logroño, Spain.

    Vladimirova, D., Evans, S., Martinez, V., & Kingston, J. (2011). Elements of Change in the Transformation towards Product Service Systems. In J. Hesselbach & C. Herrmann (eds.), Functional Thinking for Value Creation: Proceedings of the 3rd CIRP International Conference on Industrial Product Service Systems, (pp. 21-26). Technische Universität Braunschweig, Germany. http://dx.doi.org/10.1007/978-3-642-19689-8_6

  • 4.
    Simonchik, Anastacia
    et al.
    Halmstad University, School of Business, Engineering and Science, Centre for Innovation, Entrepreneurship and Learning Research (CIEL), Business Model Innovation (BMI).
    Iriarte, Ion
    Faculty of Engineering, Design Innovation Center (DBZ), University of Mondragón, Arrasate, Spain.
    Hoveskog, Maya
    Halmstad University, School of Business, Engineering and Science, Centre for Innovation, Entrepreneurship and Learning Research (CIEL), Business Model Innovation (BMI).
    Halila, Fawzi
    Halmstad University, School of Business, Engineering and Science, Centre for Innovation, Entrepreneurship and Learning Research (CIEL).
    Justel, Daniel
    Faculty of Engineering, Design Innovation Center (DBZ), University of Mondragón, Arrasate, Spain.
    Service design tools for business model innovation in B2B2015In: BAM 2015 Conference Proceedings, London: British Academy of Management (BAM) , 2015Conference paper (Refereed)
    Abstract [en]

    Business model innovation (BMI) represents a complex, collective, cyclical social process emphasizing active experimentation with changing business model components. To enable such experimentation, in early phases of BMI one needs to: (i) identify customer value of target customers, and (ii) design corresponding value propositions. However, research on BMI has not paid sufficient attention to developing specific tools and toolkits relevant for early phases of BMI process in B2B context. The emerging approach of service design offers a range of practical tools, which have the potential to capture reliable data about customer needs, creating, visualizing and sharing complex product-service systems, and prototyping future services accordingly. However, the potential contributions of service design tools for BMI in general and in B2B in particular aren’t sufficiently investigated. Thus, we aim to the purpose of this short paper is to illustrate the practical application of selected service design tools in early phases of BMI in B2B.

1 - 4 of 4
CiteExportLink to result list
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Cite
Citation style
  • apa
  • harvard1
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf